I-26 Subject Index
First mover, 153
benefits, 153–155
Five forces model, 14, 55–56
analysis, 63
Fixed costs, high level, 61–62
Flexibility, requirement, 131
Flexible manufacturing systems
(FMS), 131–132
Focused cost leadership, 117
strategy, 128
Focused differentiation, 117
strategy, 128–129
Focus strategies, 127–129
competitive risks, 129
failure, example, 130–131
Forecasting (external
environment), 44–45
Foreign direct investment,
attraction, 259
Foreignness, liability, 10, 250
Franchising, 291–292
Free cash flow, agency problem
source, 315
Free-market economies,
governments (impact),
289–290
Functional structure, 353
business-level strategies,
matches, 354–357
usage, 354–357
Future cash flows, uncertainty,
191
Future objectives, 65
G
General environment, 41–42
demographic segment, 45–48
economic segment, 48–49
elements, 42t
global segment, 52–53
political/legal segment, 49–50
segments, 42t, 45–55
sociocultural segment, 50–51
sustainable physical
environment segment,
53–55
technological segment, 51–52
Geographic distribution
(demographic segment),
46–47
Germany
corporate governance,
328–331
engagement of shareholders,
activist shareholders
(contrast), 330–331
Global competition
impact, 111
realities, 420
Global economy, 8–10
Global inefficiencies, creation
(inability), 366
Globalization, 9–10
Global matrix design, usage, 368
Global mind-set, 80
Global segment, 52–53
Global strategy, 247–249
example, 248
implementation, worldwide
product divisional
structure (usage),
366–367, 367f
Golden parachutes, 326, 327
Goods
demand, potential, 241
differentiation, 123
Governance
corporate governance, 310
international corporate
governance, 328–332
mechanisms, 316–317,
332–333
systems, change, 332
Government policy (entry
barrier), 58
Greed, impact, 403
Greenfield venture, 256–257
Greenmail, 309
Green strategies, 316
Growth, 404
Guanxi, 53H
Health care strategy, European
Commission development,
50
Heterogeneous top management
team, 389
High-risk activity, 213
High technology markets,
dynamics (example),
143–144
High-velocity environments,
impact, 161
Hispanic market, 47
Horizontal acquisitions, 181, 210
Horizontal alliance, usage, 370
Horizontal complementary
strategic alliance, 285–286,
286f
Horizontal organizational
structures, 428
Host communities,
representation, 24
Hostile takeovers, 208
cost, 331
defense strategies, 327t
Hubris, impact, 403, 432
Human capital
development, 398–401
investments, success, 399
loss, 226, 399
resource, quality, 297
Hypercompetition, 7I
Icon, following, 383–384
Imitation, 420
cost, 17–18
example, 126–127
risk, 122
Inbound logistics, 118–119
Income distribution
(demographic segment), 48
Incremental innovation,
423–426
Induced strategic behavior, 427
Industry, 55
analyses, interpretation, 63
environment, 41–42
grouping, 55f
growth, slowness, 61
scandal, effect (example),
260–261
Industry environment analysis,
55–63
buyers, bargaining power, 60
competitors, rivalry (intensity),
60–63
new entrants, threat, 56–59
substitute products, threat, 60
suppliers, bargaining power,
59–60
Industry-wide differentiation
strategy, 128–129
Inertia, impact, 432
Informal economy, 53
Information age, 13
Information flow, importance,
132
Information networks, 132
Information technology (IT), 13
Innovation, 420
absence, explanation
(example), 432
acquisitions, usage, 431–433
cooperative strategies, usage,
430–431
core competence, 89
efforts, strategic dimension,
418–419
emphasis, 383
enhancement, 263
facilitation, 429
incremental innovation, 423–426
internal innovation, 422–427
novel innovation, 423–426
perpetual innovation, 12
portfolio, analysis, 434–435
production, 277–278
promotion, 26
quirkiness, 425
usage, 121–122
Innovativeness, 401–402
Innovative products
(introduction), time
(reduction), 133Input/output (I/O) model, 14–16,
15f
Insiders (active top-level
managers), 320
Institutional investors, 23
Institutional owners, influence
(increase), 318–319
Intangible resources, 84, 87–88
categories, 86t
flexibility, 193
Integrated cost leadership/
differentiation strategy, 117,
129, 134
competitive risks, 133–134
flexible manufacturing systems
(FMS), 131–132
implementation, functional
structure (usage), 357
information networks, 132
total quality management
(TQM) systems,
133–134
Integration
difficulties, 217–218
facilitation, 429
Intellectual capital, management,
87
Intellectual property, protection,
259
Interfirm rivalry, 146–147
Internal analysis
components, 80f
context, 79–80
Internal business processes, 404
Internal capital allocation
strategy, pursuit, 186
Internal capital market
allocation, 185–187
efficiency, 361–362
Internal corporate venturing,
431
model, 426f
Internal innovation, 422–427
efforts, functions (integration),
427–428
implementation, 427–430
usage, 429–430, 429f
Internal managerial labor
market, 392
Internal organization
analysis, 79–83
challenge, 81–83
internal analysis, context,
79–80
value creation, 81
International business-level
strategy, 243–246
International cooperative
strategy, 292–293
implementation, 372
International corporate
governance, 328–332